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Using Customer Segmentation to Innovate

Customer segmentation is about more than marketing. It can translate into better new product/service development and innovation.

Type: Articles and White Papers  Topics: Customer Relationship Management, Customer-focused Processes and Functions, Customer Segmentation, Product and Service Innovation, Innovation  Processes: 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.2.2.2 Conduct customer tests and interviews, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services, 3.1.1.2 Identify market segments, 3.1 Understand markets, customers, and capabilities, 3.1.1 Perform customer and market intelligence analysis, 3.1.2.2 Determine target segments, 3.1.2 Evaluate and prioritize market opportunities, 3.1.2.3 Prioritize opportunities consistent with capabilities and overall business strategy, 3.2.1.2 Develop value proposition including brand positioning for target segments, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.2.1.3 Validate value proposition with target segments  Industry: Chemicals, Consumer Products/Packaged Goods, Electronics, Entertainment, Financial Services/Banking, Hospitality, Printing & Publishing, Restaurant 
  • Relevance: 69%
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Work with Customers to Identify and Edge Out Competitors

Many organizations think they know who their competitors are, but their customers might have a very different perspective.

Type: Best Practices and Business Drivers  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Relationship Management, Competitive Intelligence, Organization and Management  Processes: 1.1.1.1 Analyze and evaluate competition, 1.1 Define the business concept and long-term vision, 1.1.1 Assess the external environment, 1.1.2.2 Capture and assess customer needs, 1.1.2 Survey market and determine customer needs and wants, 12.2.4 Conduct competitive benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 5.1.1.2 Analyze feedback of customer needs, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers)  Industry: Consumer Products/Packaged Goods, Electronics, Financial Services/Banking, Medical Equipment, Printing & Publishing 
  • Relevance: 69%
  • Member Price: FREE
Choose Appropriate Tools to Support Process Frameworks

Selecting the best technology and other tools to support the implementation and maintenance of a process framework is critical.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Content management, Knowledge and Information Management, Information Management, Document Management, Change Management, Organization and Management, Information Systems, Information Technology, Process Management, Project Management, Product Development, Organization Structures  Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2 Design the change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 7.5.4 Create IT services and solutions, 7.0 Manage Information Technology, 7.5 Develop and maintain information technology solutions, 7.6.2.1 Plan change deployment, 7.6 Deploy information technology solutions, 7.6.2 Plan and implement changes  Industry: Energy and Utility, Engineering, Financial Services/Banking, Insurance, Metals, Mining, Petroleum/Oil/Gas, Printing & Publishing, Professional Services/Business Services, Steel, Transportation/Freight Carriers 
  • Relevance: 65%
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Frameworks Improve Performance When Adopted at Any Level of the Organization

Many organizations adopt frameworks as part of an enterprise-wide restructuring effort. But adopting a framework at any level of an organization, in any particular department, can yield substantial gains.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Process Design, Process Improvement, Project Management, Organization and Management, Organization Structures  Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.3 Manage strategic initiatives, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change, 12.4 Manage change  Industry: Energy and Utility, Financial Services/Banking, Insurance, Metals, Petroleum/Oil/Gas, Printing & Publishing, Professional Services/Business Services, Steel, Transportation/Freight Carriers 
  • Relevance: 65%
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Use Frameworks to Link Employee and Customer Values to Work Processes

Frameworks should link organizational work with employee and customer values.

Type: Articles and White Papers  Topics: Business Process Management (BPM), Business Excellence, Process, Customer-focused Processes and Functions, Change Management, Organization and Management, Process Design, Organization Structures  Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2 Design the change, 12.4 Manage change, 12.4.3 Implement change, 5.1.1.1 Analyze existing customers, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers)  Industry: Energy and Utility, Petroleum/Oil/Gas, Printing & Publishing, Professional Services/Business Services, Transportation/Freight Carriers 
  • Relevance: 64%
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Using Process Frameworks and Reference Models to Get Real Work Done (Best Practices Report)

The larger an organization grows, the more difficult it is to align all of its moving parts and ensure that everyone is working toward the same strategic objectives.

Type: Reports and Books  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Lean, Quality, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Energy and Utility, Financial Services/Banking, Insurance, Petroleum/Oil/Gas, Printing & Publishing, Service (General), Software, Transportation/Freight Carriers 
  • Relevance: 62%
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  • Nonmember Price: $395.00
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Using Process Frameworks and Reference Models to Get Real Work Done: Study Overview

The larger an organization grows, the more difficult it is to align all of its moving parts and ensure that everyone is working toward the same strategic objectives.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Energy and Utility, Financial Services/Banking, Insurance, Petroleum/Oil/Gas, Printing & Publishing, Service (General), Software, Transportation/Freight Carriers 
  • Relevance: 61%
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  • Nonmember Price: Download FREE
Using Process Frameworks and Reference Models to Get Real Work Done - Pitney Bowes Case Study

An increasing number of organizations are applying process frameworks and reference models in their businesses in order to cope with growth, new markets, and complex organizational structures.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Electronics, Printing & Publishing, Service (General), Software 
  • Relevance: 61%
  • Member Price: FREE
  • Nonmember Price: $50.00
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How Best-Practice Organizations Reward and Recognize Collaboration

Offering rewards to participants is one of the easiest, most effective ways to boost participation in knowledge management (KM) initiatives.

Type: Case Studies  Topics: KM Culture, Knowledge and Information Management, Knowledge Management (KM), KM Change Management, Marketing and customer  Processes: 12.3.4.6 Design recognition and reward approaches, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 12.3.1.9 Develop change management approaches, 12.3.1 Develop KM strategy  Industry: Automotive, Chemicals, Consulting/Consultants, Electronics, Engineering, Financial Services/Banking, Government/Military, Printing & Publishing, Professional Services/Business Services 
  • Relevance: 60%
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Operating Tactics in Tough Times: Harland Clarke Corporation Case Study

Harland Clarke Corporation transformed its business according to process in order to enhance the quality of its products and services.

Type: Case Studies  Topics: Business Excellence, Quality, Process Management, Process  Processes: 1.1 Define the business concept and long-term vision, 1.0 Develop Vision and Strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change  Industry: Printing & Publishing 
  • Relevance: 58%
  • Member Price: FREE
  • Nonmember Price: $50.00
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